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Communicating Ideas through
Logical Reasoning
Author: Arindam Banerjee
IIM Ahmedabad
Content provided by Ms. Sarah Smith Ex- Communication Director, Mckinsey &
Co is appreciated
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Why spend time on communication?
Well organized and successful communication will:
Save time and effort
Help people move up the value creation path
Enable individuals to avoid simple, common
mistakes that can have very painful
consequences.
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Typical communication is far too focussed on the person
doing the communication, not the audience therefore it is
not effective
No main message
Too much process
Analysis vs. answers
No context
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Therefore, successful communication
Addresses the audiences needs and
preferences
Begins and ends with the main message
Synthesizes points rather than
summarizing them, always answering the
So What
Starts and ends with critical reasoning
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Exercise 1: Main Message
I have misplaced my keys
My passport isnt where I
thought it was
Im 2 months behind on mytax return
FACTS:
SUMMARY: SYNTHESIS:
Putting ideas concisely The implication that can be derived
from a set of ideas
I have been sloppyIve lost my keys and
passport and am
behind on my taxes
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Exercise 2: Main Message
The new system is moreaccurate but will take a long time
to implement
The old system has too many
errors and costs the company
too much money
FACTS:
SUMMARY: SYNTHESIS:
Putting ideas concisely The implication that can be derived
from a set of ideas
We should start on a new
system immediately while
making the old system
more cost effective
The new system is
more accurate and less
expensive than the old;
however, it will take a
long time to implement
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Articulating the main message
The main message should
Answer the primary question of the reader
one sentence
Be simple, succinct and sufficient
Recognize the audiences concern
Provide the lead for the structure of the rest
of the document It can be a recommendation, a synthesis of findings, or
and implication
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Checklist for articulating the main message
Is your main message
The So What of your findings and recommendations?
An answer to the audiences primary question?
Shareable within 30 seconds?
A synthesis vs summary?
Does it address the one thing you want your
audience to remember?
Have you focused on what readers need to know
vs what you want to tell them?
Are the level and type of information what listeners
need and prefer?
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Creating a compelling
structure
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Creating a compelling structure
Helps the audience see the big picture and how your
points support it
Helps you organize your thinking around the central
question
Makes life easier when you need to develop a
presentation
Can focus your analysis when developed early enough
Hierarchical Groups
Sequenced Logical Flow
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Hierarchical Groups Pyramid Principle
MAIN MESSAGE
SUPPORT FOR THE MESSAGE
SO WHAT?
Two to five separate but similar dimensions that answer one question per level
Do not overlap or leave important gaps in the structure
Are at the same level (one couldnt support another one)
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Sequenced Logical Flow an argument can be
compelling if it is done correctly
+SITUATION COMPLICATIONRESOLUTION
So what? the main
message should be
similar to the Resolution
MAIN
MESSAGE
WHY NEED A RESOLUTION ??
WHAT/HOW IS THE
RESOLUTION ??
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Checklist for creating a compelling structure
Is the main message clear, supported by the data and a
synthesis vs a summary?
Does your story
Answer the main question?
Address potential issues/questions the reader may raise?
Help you focus your analyses and problem-solving?
Does the structure you choose fit the data and your goal?
Hierarchical Grouping Uses dierct ideas of the same kind/level
works when cant make links between points
Sequenced Logical Flow Requires each point to work with others in a sequence to build up
Creates a strong case for a final resolution
Demostrates this is the only course of action
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Finally, analyse your readership to establish
communication objectives..
What are the readers main Hopes Fears
Hot buttons
What is the goal for the communication (e.g., whataction/response do you want to occur)?
What are the most effective communication vehicles touse with your reader/audience?
What are the audiences /readers communicationpreferences (e.g. detailed vs. high level, presentation vsverbal discussion etc.)
Does your communication objective require a series ofcommunication?
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Exercise: For the document to be
reviewed(see next slide onwards)
Find out the:
1. Structure of Communication
2. Deficiencies in the Structure3. How can you improve it ?
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Reorganization of GSC
Announcement
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But going forward we have challenges to be addressed
and resolved
We largely remain a team that provides analytical support, delivering
ad hoc projects to Home Office teams
We have very few functions and capabilities in the Bangalore officethat we own and control
Work flow greatly fluctuates at times and is not within our control
Most of us directly report into a US management hierarchy that isdistant and not always in a position to provide timely support
We have questions regarding the long term implications of such variedjob content and remote reporting relationships on our career path
We have issues about long term job satisfaction in the currentorganization structure
Current Structure was appropriate for a good startbut now we
need to change
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CL Management has agreed to organization restructuring
to address some of the challenges identified
Bangalore-based resources will be reorganized into pods of at least 4-5 andentrusted with responsibility for identified tasks / projects.
All pods will have a AVP/Manager who will have responsibility of managing theteam and delivering projects on time.
Functional groups (e.g. RSA, MQS, PM, Forecasting) may have multiple pods
that all report into a Functional Team Leader (usually at the level of AVP).
The Functional Team Leader may also have additional responsibilities ofmanaging his/her own pod.
The Functional Team Leader will report into a US-based manager (usually a
Director or Group Director).
The Functional Team Leaders will also report into the VP-Analytics for officecoordination and administrative issues.
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Proposed Bangalore Structure
VP AnalyticsBangalore
US ManagerDirector / Group
Director 1
US ManagerDirector / Group
Director 2
4- 5 FTEs
Manager
Bangalore
AVPBangalore
4 - 5 FTEs
4 - 5 FTEs
Manager
Bangalore
Functional Reporting
Admin Reporting
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How does this new structure affect my work life ???
More focused and steady work content
Opportunity to work in teams rather than work one-off with a remotemanager
Clearer reporting structure
Creation of managerial hierarchy in Bangalore focused on project mentoring,
supervision and guidance.
More opportunities for career progression in Bangalore with the establishmentof management hierarchy
Better job satisfaction through ownership and responsibility of tasks and
projects over time.
Better recognition of our Bangalore-based resources contributions to policy-making
?
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What will remain unchanged ?
Our current functional affiliations no significant cross
functional movement of resources are planned.
Our flexibility to work with resources based in the Home Office
Our flexibility to look for opportunities for career enhancementacross functions and work sites within the ambit of GSC
policies
Wh d t iti t th t t ??
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When do we transition to the new structure ??
Mid July is the proposed start of the transitioning you will be notified of adate
Dheeraj, Rachana and Vivek will take over their responsibilities of managing aspecific Functional Team at that time
They will communicate the team organization upon taking over
For the Functional Teams that do not have leaders at present, Steve andArindam will provide support with the respective US Manager(s) until weidentify appropriate resources to take over
We plan to move to the new structure entirely by mid- end September 06.
FOR NOW, DO NOTHING DIFFERENT UNTIL FURTHER NOTIFICATIONFROM STEVE
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Q&A Session
- No main message
- Every slide has a title to leading into the
story- Presentation structured into context,complication and resolution
